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Summary

Five years ago, Jim Collins asked the question, "Can a good company become a great company and if so, how?"

In Good to Great Collins, the author of Built to Last, concludes that it is possible, but finds there are no silver bullets. Collins and his team of researchers began their quest by sorting through a list of 1,435 companies, looking for those that made substantial improvements in their performance over time. They finally settled on 11--including Fannie Mae, Gillette, Walgreens, and Wells Fargo--and discovered common traits that challenged many of the conventional notions of corporate success.

Making the transition from good to great doesn't require a high-profile CEO, the latest technology, innovative change management, or even a fine-tuned business strategy. At the heart of those rare and truly great companies was a corporate culture that rigorously found and promoted disciplined people to think and act in a disciplined manner. Peppered with dozens of stories and examples from the great and not so great, the book offers a well-reasoned road map to excellence that any organization would do well to consider.

Table of Contents

Acknowledgments

ix

Preface

xiii

Good Is the Enemy of Great

1

(16)

Level 5 Leadership

17

(24)

First Who . . . Then What

41

(24)

Confront the Brutal Facts (Yet Never Lose Faith)

65

(25)

The Hedgehog Concept (Simplicity within the Three Circles)

90

(30)

A Culture of Discipline

120

(24)

Technology Accelerators

144

(20)

The Flywheel and the Doom Loop

164

(24)

From Good to Great to Built to Last

188

(23)

Epilogue: Frequently Asked Questions

211

(8)

Research Appendices

219

(42)

Notes

261

(26)

Index

287

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Customer Reviews

Good to GreatAugust 1, 2011

by Ruthwik

Collins' research into eleven public companies over a thirty year period provides important insights into corporate success. Good to Great provides the leap from mediocre thinking to extraordinarily positive thinking for a company. In the optimal thinking corporate world, Good and Great performance are considered positive, but suboptimal. Leaders and employees are using optimal thinking to be their best. I recommend this textbook highly because of its unique perspective and scientifically valid research.

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Good to Great: Why Some Companies Make the Leap... and Others Don't: 5 out of 5 stars based on 1 user reviews.